HP Living Progress Exchange - GlobeScan · 4 © Copyright 2014 Hewlett-Packard ... about how we do business, and we call it HP Living ... we focus on the areas where HP and the ICT

© Copyright 2014 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.

HP Living Progress Exchange A Global Online Stakeholder Dialogue

Executive Summary / November 2014


The HP Living Progress Exchange: • 255 stakeholders across 45 countries

• 6 x 60 minutes of discussions

• 1411 unique posts

© Copyright 2014 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. 3

About the HP Living Progress Exchange

The HP Living Progress Exchange (LPX) is a series of discussion forums that bring together global experts, opinion leaders, and stakeholders to learn from each other, inspire fresh thinking, and share good practice on sustainability. The LPX includes both global online forums, as this report covers, as well as local discussion forums hosted at various events and locations around the world.

On September 9, 2014, hundreds of experts from around the world participated in the inaugural online LPX. The online discussion, facilitated by GlobeScan, was framed around three conversations: how business and Information and Communications Technology (ICT) can make contributions to quality of life and overall well-being, further economic development and help strengthen the environment even as the population grows.

This report provides a high-level summary of the discussions that took place over six hours with hundreds of experts from all regions of the world. The ideas, insights and feedback from these discussions will be used to inform subsequent Living Progress Exchanges, where the discussions and ideation will become increasingly focused.

We invite stakeholders to participate in the Living Progress Exchange platform and work together to create a more sustainable future.


Message from HP

What does it look like to create a better future? At HP, it’s a question we ask ourselves every day as we create innovations to address the greatest problems faced by customers and society. It’s the framework we use to think about how we do business, and we call it HP Living Progress.

We also like to pose this question to the diverse community of sustainability leaders that we bring together through our global online HP Living Progress Exchange (LPX) discussion forums and at local LPX forums we host at events around the world.

The responses we get are inspiring, insightful, and directive. It’s a good reminder how valuable and necessary it is for all of us to occasionally take a pause from our daily routine to seek fresh and varied perspectives.

Not surprisingly, the issues raised in the LPX discussion forums are as diverse as the participants. They spotlight the often stark contrast between problems facing developed, developing, and least-developed countries.

As we explore these tough issues and many more, we focus on the areas where HP and the ICT industry as a whole can achieve the greatest impact.

We commit to leveraging these valuable insights to guide our HP Living Progress strategy in the future. HP Living Progress is a continuous journey, and these LPX discussion forums play an important role in guiding our path.

We believe sustainability is more than a responsibility—it’s an opportunity to create a better future for everyone. What that looks like is up to all of us, but the time for action is now. The future is counting on us.

Message from GlobeScan

The GlobeScan team is proud to be HP’s partner in delivering the HP Living Progress Exchange.

We are excited that HP is using this type of large-scale, facilitated discussion between experts and stakeholders around the world to help inform how it can further progress on integrating economic, environmental and social issues into the core of its businesses.

We believe it takes leadership to recognize that we do not hold all the answers. In launching this stakeholder dialogue, HP is demonstrating that it values the critical role that stakeholder collaboration plays in making progress.

The scaled and structured global engagement conducted as part of the online Living Progress Exchange will help HP to identify new ideas, innovations and partnerships needed to achieve the ambition embedded in Living Progress.

We are pleased to share this Summary Report in partnership with HP, as a synthesis of the breadth of wealth of knowledge, perspectives, insight and ideas shared during this first Exchange.

Looking ahead, HP recognizes that progress across these areas hinges on continued collaboration and the exchange of ideas and best practices. We very much look forward to welcoming you back to the next online Living Progress Exchange in early 2015.


Interconnected Issues

The LPX clearly reinforced the premise inherent in HP’s Living Progress strategy: that human, economic, and environmental issues are so interconnected, effective solutions to these issues are best found via an integrated approach.

• Human health and wellness has a significant impact on the economic progress of a community or country, and thus business success.

• Economic inequality and poverty levels lead to significant human health and wellness issues and can lead to conflict and environmental degradation.

• Environmental degradation in many forms has significant impacts on both human health and well-being, and economic progress. Likewise, unrestrained economic growth has significant impacts on environmental sustainability.

Key LPX Ideas (1)


Traditional and Emerging Issues Colliding

In thinking about the issues that need particular focus in the future, participants highlighted both traditional issues that continue to be underserved and interlinked emerging issues that require attention.

• Poverty alleviation and education were key economic progress issues that continue to require attention, to which the empowerment of women and girls is inextricably linked.

• Climate change was highlighted as a significant issue that remains underserved, and one that carries growing implications for water and food security.

• The soaring rates of non-communicable diseases such as diabetes is a prominent issue that is driving a change in thinking around access to healthcare and also workforce productivity.

Key LPX Ideas (2)


Integration and Purpose

In order to make truly significant progress on some of the world’s most pressing issues, it is crucial that businesses integrate social and environmental issues into the core of their business, including measures of performance, business strategy and the company’s core purpose.

• Integrating sustainability issues into core business strategy needs to accelerate in order to reduce short-term mentalities and minimize “add-on” thinking.

• The concept of “corporate purpose” is viewed as a powerful mechanism to help embed sustainability into businesses.

• Factoring in externalities in the measures of financial success of the company is necessary for long-term progress. Incorporating externalities into financial performance metrics can help facilitate internal buy-in and long-term progress.

• New thinking about businesses models is required, including more shared economy and circular economy approaches.

Key LPX Ideas (3)


Collaboration

Collaboration is vital for business to make substantive progress on some of the world’s greatest challenges. It needs to happen within sectors, across sectors, and between “unlikely” partners.

• Collaboration within a company’s existing supply chain is crucial. This allows a company to make a significant impact within systems they are actively involved with, and yields further opportunities for collaboration with other companies who share the supply chain, and thus magnify the impact.

• Businesses should examine the synergies they have with other companies throughout the value chain. Systematic evaluation of these relationships can help uncover where opportunities exist for cross-sector collaborations.

• Collaboration within a business sector, even with direct competitors, is critical and should be sought to increase impact. It is an expectation for leadership companies.

• The ICT sector is both an important collaborator and also enabler of collaboration to make progress on social and environmental issues.

Key LPX Ideas (4)


ICT as an Enabler

ICT can be the “brains” and the “bridge” in helping to tackle some of the world’s most pressing issues. This sector’s power resides in the insight and information it can deliver through data, its ability to connect, and how technology can enable collective progress.

• The power of data to understand issues, predict outcomes, and provide information to individuals and organizations is immense, and ICT companies have a growing responsibility to apply their expertise in these areas.

• Data also enables organizations to monitor and measure the success of work on social and environmental issues, and can enable businesses to factor externalities into business performance metrics.

• The ICT industry has the power to connect people and organizations together in increasingly more effective and efficient ways, especially in granting economic and educational access to those who have previously been isolated.

• Technology—specifically through data and connectivity—enables others (businesses, government, NGOs, consumers) to make significant progress on issues. Through collaboration, ICT companies can pursue growth and make significant progress on some of the world’s most significant challenges.

Key LPX Ideas (5)


Topic One: Human Progress Advancing the overall health and well-being of people

There was clear recognition from participants that there are a myriad of critical issues under the banner of human health and well-being that require attention from a range of actors. A number of participants pointed to the Millennium Development Goals (MDGs) as still being an important organizing structure for thinking about progress in this area. In addition, the new Sustainable Development Goals (SDGs) will provide focus for the post-2015 development agenda. One clear theme in the LPX was the interconnectedness of health and well-being issues with economic progress and environmental sustainability. Causes and solutions for Human Progress issues should be integrated across all elements of Living Progress. This was particularly clear with participants highlighting issues such as

poverty, economic inequality, and labor rights as key health and well-being issues. It was evident that, in thinking about how human health and well-being can be improved, economic inequality cannot be discounted from the dialogue. Similarly, environmental issues are also very much interconnected, with one of the most significant issues highlighted for human progress being simple access to clean drinking water. Access also emerges as a key issue for healthcare, a very prominent issue highlighted in the LPX. Participants focused on the importance of appreciating the diversity of healthcare systems and needs, which can vary significantly across different communities and

geographies.

Thinking about the world in 2020, what aspects of advancing the health and well-being of people are particularly underserved and need more attention?

Session 1 Session 2

Renne Wittemyer Director of Social Innovation, Intel

Heather Franzese Director, Good World Solutions

Dave Stangis Vice President, CSR, Campbell’s

Mark Kramer Founder and Managing Director, FSG Zoe McMahon, Director, Global Social & Environmental Responsibility, HP Henk Campher

Senior Vice President, Business and Social Purpose Managing Director, Sustainability, Edelman

Carmel Giblin CEO, SEDEX

Peter Bakker President and CEO, WBCSD

Paul Ellingstad Director of Human Progress, HP


Some participants particularly highlighted the issue of access to healthcare for rural communities, many of which are isolated. Others highlighted the lack of access experienced by many in emerging mega-cities. Furthermore, others pointed to elderly care as another access issue, especially as life expectancy continues to rise. With the tragic Ebola outbreak ravaging many parts of West Africa, it is not surprising that the issue of pandemics was mentioned as a key health and well-being issue. Participants preempted later discussions by highlighting the role ICT can play in managing and predicting outbreaks through collecting and analyzing data.

Three interconnected issues around nutrition were viewed as particularly underserved, demonstrating that food and current production systems are quite complex. In particular the level of food waste currently prevalent in many societies, while in others serious and debilitating malnutrition seriously damages human health and well-being. And finally the prevalence of obesity in many countries is not only having serious consequences on long-term health, but also serious economic impacts through rising costs of healthcare and negative effects on productivity.

“Some of the social problems we are seeing in the world today relate to environmental issues such as a constraint on natural resources, clean water, access to energy, etc.” – Kelly Petrich, SanDisk Foundation

“As the UN is in a process of setting the Sustainable Development Goals, experts recognize that poverty eradication, changing unsustainable and promoting sustainable patterns of consumption and production, and protecting and managing the natural resource base of economic and social development are essential requirements for sustainable development.” – Renne Wittemyer, Intel

“This varies importantly across geographic and economic lines...but access to the best information and the ability for people to know and be empowered to make the best choices for their health (and the health of their families) is critical.” – Dave Stangis, Campbell Soup Company

“Mobile is helping to get information and education into the hands of the people, bypassing the inefficiency or incompetence of governments in the countries mentioned previously.” – Scott Rich, Emerge Sustainability

“ICT automation should encourage the demand for and supply of more skilled labour. The problem that the world is increasingly facing is a skills gap, wherein companies cannot find skilled [young] people and unskilled workers cannot retain their market value in the face of technological progress.” – Rohan Chindooroy, SABMiller

Topic One: Human Progress

“We always think of tech as a global connector, but it can also be a local connector to help coordinate local communities. There's also the promise of tech, which HP knows so well, to bring other lateral benefits to local communities that support the health and well-being agenda—I'm thinking in particular of access to education.” – Natalya Sverjensky, Futerra


Topic Two: Economic Progress Helping businesses and economies thrive

Participants highlighted a number of issues impacting economic progress, both in developing and developed economies. Similarly to the human progress discussion, it was clear that many of these issues are interrelated, and also carry implications from an environmental sustainability viewpoint. Many of the most prominent issues highlighted concerned the workforce including: • Unemployment and under-employment • Youth unemployment • Skills and training gaps • Workplace wellness • Economic impact of poor health, especially non-

communicable diseases (e.g., diabetes)

A clear link to workforce readiness and skills was the issue of education, and particularly STEM education, including preparing and retraining workers for the growing field of technologically driven jobs. Entrepreneurship was also mentioned as a key issue, including the ability of economies to enable and support entrepreneurs to create business and jobs. Participants also focused on the value of cultivating “intrapreneurs” who can innovate creative solutions to disrupt systems internally. This was again highlighted in the context of more technologically driven economies.

Thinking about the world in 2020, what aspects of helping businesses and economies thrive are particularly underserved and need more attention?

Session 1 Session 2

Kellie McElhaney Faculty Director, Center for Responsible Business, Haas School of Business, Berkeley

Clinton Moloney Managing Director, Sustainable Business Solutions, PwC

Bob Langert Vice President, Sustainability, McDonald’s

Stefan Crets President, CSR Europe

Annette Stube, Group Head of Sustainability, Maersk

David Grayson, Professor of Corporate Responsibility, Director of the Doughty Centre for Corporate Responsibility, Cranfield School of Management

Rob Cameron Executive Director, SustainAbility

Tom Beagent Sustainability and Climate Change Advisor, PwC

Jeannette Weisschuh Director Economic Progress Strategy, HP

Chris Librie Senior Director - HP Corporate Affairs, HP


The issue of economic inequality in itself was highlighted as a significant issue for future economic progress, especially because of the destabilizing effect this has on communities and countries. Increasing inequality, both within countries and between countries, was highlighted as a serious issue that needs to be continually addressed. Inequality within countries was also narrowed down specifically to the issue of economic inequality in rapidly expanding urban areas. The effect of rapid urbanization and the need for urban areas to adapt to demographic shifts to avoid strained resources and social and economic inequality was also a major theme. While many saw urbanization as an inevitable trend, the general sense was that there is great opportunity for increased efficiency and liveability as we look at how we interact with urban environments. The economic advancement of women and girls was an area viewed as particularly in need of attention, including issues of economic empowerment, financial inclusion and literacy. Education was also highlighted as a critical path to ensure that women, and especially girls, have access to today’s economy. Infrastructure was also highlighted as a major issue impacting economic progress. Transportation and roads, ports, energy, and especially ICT

infrastructure within countries was viewed as crucial. Without improvements in these areas, it is difficult to see economic advancement happening through trade and commerce. Infrastructure was also viewed as important in the context of the economic impact of climate change, especially in developing countries. The need for investment in a “green” infrastructure was viewed as important. Corruption was viewed as a specific issue impeding economic progress in many countries, and overall improvements in transparency for all types of organizations is important.

“Here's a suggestion: HP could be one of the lead facilitators for engaging in trade facilitation, e.g., building ICT infrastructure across borders that ensure a standard for sharing information across the value chains of traders and governmental offices.” – Annette Stube, Maersk

“Stress, chronic diseases and mental health issues are on the increase. The pressure of demographic change makes it even more challenging to keep a healthy and qualified workforce in the long run. Companies need to invest in health and wellbeing at work to be more productive in the long run.” – Christine Neumann, CSR Europe

“Income and wealth inequality—both between countries and within countries—is huge. It is a destabilizing phenomenon and if government won't step in, others (such as companies) must.” – Elizabeth Liedel, PG&E

“Youth unemployment and the skills gap, and also caring for the older population. Encouraging entrepreneurs, particularly women!” – Heather Mak, Tim Hortons

“The education system is too far away from the market and vice versa.” – Stefan Crets, CSR Europe

Topic Two: Economic Progress


Topic Three: Environmental Progress Making the environment stronger

There was a strong sense from participants that there are many underserved environmental issues, and that it is difficult to highlight only a few in the discussion. While a number of issues were highlighted, it is notable that two prominent environmental issues still emerged as particularly underserved: climate change and water. Climate change was particularly highlighted as a “special case” because of the scale and incredible pressing need for action from all types of stakeholders. It is one which businesses have an incredibly important role to play in helping to mitigate, and there was a broad consensus that governing systems are not making progress. Climate change was also discussed in terms of substantial implications for both human health and well-being and economic development both in the short and long-term. Water also has a clear link to other areas—most notably human health and wellbeing—that are

amplified when considering access and scarcity. It was notable that some participants felt that water was gaining more traction as an issue among businesses, with others thinking it is still very much underserved. Biodiversity loss (i.e., tropical forests) and ocean health were also mentioned as key underserved environmental issues, both with far-reaching and global impacts. Pollution was also highlighted, clearly interrelated with these two issues and water in particular, as was the need to manage waste more effectively.

Thinking about the world in 2020, what aspects of making the environment stronger are particularly underserved and need more attention?

Session 1 Session 2

Sonal Pandya Dalal Director, Business and Sustainability Council, Conservation International

P.J. Simmons Corporate Eco Forum

Aditi Mohapatra Associate Director, ICT Practice, BSR

Judy Glazer VP, Social & Environmental Responsibility, Printing and Personal Systems, HP

Andrew Winston Founder, Winston Eco-Strategies

Jim Woods CEO, The Crowd

Kevin Moss Director, Net Good, BT

Kirstie McIntyre Environment Director, EMEA, HP

Nathan Hurst Global Director of Environmental Progress, HP


A number of other key issues highlighted covered natural resources or natural capital. Many of these are again clearly interrelated with both human and especially economic progress, with natural resources being, as one participant noted, the “raw material of business.” Key natural resources issues highlighted by participants included resource scarcity and also mineral extraction (which carries links to conflict and worker health and safety). Overall, participants recognized the increasing need for businesses to adapt to the effects of climate change and resource scarcity.

“Climate change is a special case; it is truly global and by the time we see worst implications it could be too late to address them.” – Kevin Moss, BT

“Facing the reality that we will all be impacted by climate change and all that it entails. Most people don't think that resource scarcity might affect them. They think this is not going to matter to them and it's somebody else who has to make changes.” – Hemma Varma, Marriott International

“To pick on the water issue, could HP design and implement a cheap water management software that would be suitable for low-tech areas of the world to pre-empt water conflict? Real-time monitoring will help identify patterns and may stimulate solutions.” – Rohan Chindooroy, SABMiller

Topic Three: Environmental Progress


How do businesses need to adapt to be able to address these issues?

In each discussion, participants were asked to discuss how businesses need to adapt to address the human, economic and environmental progress issues they had just highlighted. From their responses, it became very clear that businesses need to change their systems to adapt, regardless of focus. While there were some comments highlighting particular issues, the dialogue revealed that these aspects of progress should not be considered on their own; rather, businesses need to seek integrated solutions that can have applications across these areas of progress. Three key themes emerged across the discussion of business adaptation to effectively respond to challenges: • Integrated Purpose • Collaboration • Supply chain and Value chain Integrated Purpose: Participants highlighted the crucial need for businesses to effectively integrate their approach to addressing sustainability issues into the core of their business, instead of thinking of them as separate corporate responsibility or philanthropic programs. Incorporating the impact (both positive and negative)

that companies have on these issues into business strategy and factoring them into performance was broadly viewed as fundamental in order to make substantial progress. However, there were calls for even more substantial change in the way businesses approach these issues—ultimately by adapting the purpose of the business. Participants argued that re-defining the company’s purpose is required to both create growth and make progress on human, economic and environmental issues, and yield more substantial and sustainable long-term growth. In advocating this move to integrate social and environmental issues centrally within the business, participants highlighted the role that performance metrics can play in measuring success. Incorporating externalities into financial accounting (e.g., full-cost accounting) and reporting was viewed as a crucial step to help make real progress, especially in terms of net positive impacts of the business.

”We are beyond the triple bottom line. We are now moving towards a truly integrated view of performance. The magnetic forces on one of the three bottom lines simply outstretches the other two. By coming up with an integrated view of performance (buildup of the financial, natural and social capital impacts) we will get to true value of businesses.” – Peter Bakker, WBCSD

“If businesses are to truly adapt and focus on these issues they need to redefine their core purpose. They need to define an organising idea that creates growth but at the very same time addresses the issues. It has to be a purpose that all staff understand and that they can align their ideas, behaviours and actions with day-to-day. The problem with CSR strategies is that—well intentioned as they may be—they often confuse, contradict or operate in direct competition with the core purpose of the business.” – Neil Gaught, Neil Gaught & Associates


In the discussion, participants emphasized the need for business to not only understand their impacts on society and environment, but to also factor them into financial performance to ensure internal buy-in and incentivize real, long-term change. However, there is a realization that this would require innovation in accounting methods and standards. While there were mentions of some companies using Environmental Profit and Loss Accounts (EP&L), there was consensus that this transition across the economy will not be easy. One of the major barriers to this adaptation is short-term thinking, both within the business itself, and significantly, among the investment community. To counter mentalities that focus on short-term returns, some participants made the argument that we need more leaders making arguments for different types of growth, and rethinking what we mean by growth, especially in a resource and climate-challenged world. Changes in perception of what growth is also goes hand in hand with different thinking around business models, such as the shared and circular economies. Moreover, there was a call from participants for business leaders to take more high-profile and purposeful issue stances that advocate action and policy changes. This expectation is especially critical for stakeholders who view government as a substantial barrier to progress on many issues—for example climate change, where political divisions are an inhibitor to progress in many countries. Advocacy appears to be a growing element of corporate sustainability leadership. Collaboration: There was a strong sense among participants that in order to make substantial progress

on the most critical issues we face, collaboration needs to be a central pillar for the way business approaches sustainability going forward. While stakeholders commend businesses’ efforts to make a positive impact through their own actions, in order to truly scale progress, it is vital that businesses collaborate with other businesses (both within and across businesses sectors) as well as with governments, civil society, academia and even consumers. Moreover, participants highlighted the importance of seeking unlikely collaborations with different types of organizations in order to tackle specific issues. Businesses need to examine where they believe their core competencies can make the most impact on a particular issue, and then seek partners who can help to increase or expand the impact. Companies should be open to engaging in collaboration within their own business sector, across other business sectors, and among other stakeholder groups. Cross-sector business collaboration was particularly viewed as important. There is a need for companies to analyze where they have synergies with other companies and identify opportunities where the power of their core competencies can be leveraged with the core competencies of others. And one key area where collaborations can be investigated is through a company’s supply chain.

“Many businesses will need to change their economic model to adapt—which may require a short-term decrease in profitability for the sake of a longer-term return. Unfortunately, the investment community continues to have a short-term focus and that discourages corporate leaders from making investments with a longer view.” – Mark Kramer, FSG

“Everyone is chasing growth. The question for me is whether the growth that is being chased is good growth? A growth that is real, inclusive, responsible and lasting—one which optimizes the impacts on society. Companies need to be able to measure their wider impacts on society.” – Tom Beagant, PwC

“HP could be the 'connector' of SME to the world's supply chains. The SMEs are instrumental for economic growth, and to get there they need better access to information about standards, easier access to documentation handling, etc. Huge economic potential.” – Annette Stube, Maersk

“Supply chains are so complex, with so many impacts on people and society upstream, and shared with others, that true accountability is tough, plus one weak link can harm a company’s enterprise.” – Bob Langert, McDonald’s

Joining forces with other companies or even better, your supply chain would be a game changer.” – Scott Rich, Emerge Sustainability


“We know we need to value nature and 'externalities' in business, but we still really haven't figured out a way to integrate it fully. But there is an inherent problem in asking business to take on externalities—we need to price these things, particularly carbon.” – Andrew Winston, Winston Eco-Strategies

“Our industry systems evolved around use of resources with little regard for externalities. Some of the most important changes we need are holistic and require different industry structures. Easing that transition is key.” – Kevin Moss, BT

Businesses, philanthropy and impact investors need more bridges between their work so that innovative approaches to social problems have a safe space to grow and develop until viable while the proper infrastructure and markets are developed for social venture business models to flourish.” – Ariel Meyerstein, US Council for International Business

“Would be great to see HP continue to play a role as a catalyst for great collaboration towards "circular" solutions within the ICT industry. Tough in practice given competitive realities, but really key to unlocking substantial progress globally.” – P.J. Simmons, Corporate Eco Forum

Value Chain: One of the most effective ways in which businesses have the ability to drive progress across human, economic and environmental issues is through their entire value chain, and especially in their supply chain. In each discussion topic, participants highlighted a company’s supply chain as an effective means to bring about change. Broadly, participants emphasized the need for companies to look beyond their tier-one suppliers. Examining and understanding the possibilities for impact that a company can have, simply by virtue of its multi-tiered supply chain and access to local communities, can help pave the way for programs and activities to have expanded impacts. However, there was also consensus that this is a unique challenge—supply chains, especially beyond tier one, are large and complex, and therefore underscore the need for greater collaboration among businesses and across other sectors. Participants mentioned that shared supply chains can be a source of collaboration between

businesses, as these may be less competitive in nature and enable benefits to be taken to scale. Furthermore, participants highlighted the need for companies to extend sustainability strategies to supply chains, to help build resilience across health and well-being, economic vitality, and environmental integrity. While the supply chain is complex, participants highlighted the role that the ICT sector can play in helping to analyze and measure impact across supply chain operations. This is just one way that the ICT sector, and companies like HP, can help enable progress in a range of economic, environmental, and social issues.

“ICT these days is all about connecting and a good opportunity for HP would be to strengthen their educational work, not only as a contribution but as an engine and investment for local social and economic development, to push for a more vibrant local economy for the areas they are based in. This would create huge new business opportunities.” – Stefan Crets, CSR Europe


In each discussion topic, participants were asked to think about what ICT companies in general, and also specifically HP, could do to make progress on the pressing issues already highlighted in the Exchange. Participants highlighted specific ICT actions related to the adaptations covered in the previous section, such as the circular economy and value chain collaboration. There were also specific ideas on reducing ICT’s impact through such measures as energy reductions in operations and products, recycling, and actions on conflict minerals. However, much of the discussion centered on what ICT companies and HP could achieve on social and environmental issues through the application of their core services and competencies. Rob Cameron of SustainAbility synthesized much of the discussion when he noted “[o]ne theme that stands out for me [from the ideas presented] is that the call seems to be for the ICT sector to move beyond the "tech" of T to the more human aspect of the C: education, healthcare, care for the elderly, care for the young, supporting entrepreneurs, helping youth into work with skills. I do think we need to humanise ICT for it to move to become our servant not our master.”

This discussion on the role of ICT can be summarized by three interconnected themes: • Utilizing data • Connecting people • Enablement Utilizing Data: The power of data to understand issues, predict situations and outcomes, and provide information to individuals and organizations is significant. Participants highlighted the capacity of data to help tackle a long list of issues including health care, pandemic management, economic development, food production and distribution, supply chain safety, energy use, climate change, consumer behavior, and many others. Data is also important to help organizations of all types measure and monitor the impact of the programs employed to address challenges. Often there is little ability to monitor the success or failure of a program at the local or global level, which impacts the long-term success and enhancement of a program.

What is the role for ICT and HP in helping to solve some of the world’s most pressing issues?

“The big opportunity is for the ICT sector to become the 'brains' for massive implementations of smart solutions towards a low-resource, circular economy implementation.” – Kevin Moss, BT

“Pick your top 10 or 100 enterprise customers. Meet with them, define their key priorities and core competencies, layer on the most challenging social issue they can address and set out to close the gap...together. Set big goals and measure outcomes, not actions. Everybody wins.” – Dave Stangis, Campbell Soup Company


However, one key caveat to this approach is that the data collection and analysis that ICT companies are uniquely placed to employ cannot be just because it is there; it cannot be data for data’s sake. This is important because the mass collection and storage of data without a specific societal purpose may run into significant concerns about data protection and security. A number of participants were quick to point out that leveraging the power of big data requires public trust, and societal concerns over privacy appear to be significant. As a counter to these concerns, data can also be used to improve transparency and accountability among businesses, government and other sectors. Where data is made more accessible and comparable, and where it is clearly employed to further progress on social and environmental issues is key. While the ICT industry has a massive ability to collect, store and analyze big data (while using less and less energy), one issue highlighted by participants is the challenge of collecting and disseminating data and insights to the people and organizations that need it. ICT’s ability to connect people is unique and meaningful. Connectivity: Participants highlighted the power of the ICT industry to connect people and organizations together in increasingly more effective and efficient ways. Given the increased volume and complexity of the data collected, participants think it is important for ICT companies to develop accessible and effective ways for people and organizations to access and use the data. Participants highlighted a myriad of ways in which ICT’s ability to connect people, and connect people to information and services will help to make progress on

important social and environmental issues. These included: • Healthcare data, services and telemedicine for

previously hard to reach individuals and communities

• Communications technology enabling economic access in emerging markets – opening up markets through connectivity to enable more trade and less aid

• Facilitating commerce, financial transactions and services and economic activity in markets and communities that would not normally be possible because of lack of infrastructure

• Providing educational and training opportunities to people and communities in the developed and developing world who are disenfranchised because of lack of infrastructure or financial limitations (i.e., massive open online courses).

• Bringing education, health, and economic opportunities to women and girls. Participants identified that significant positive impacts in the areas of health, education and the economy could be obtained by focusing on women and girls.

With today’s increased connectivity and access to information and services, inequalities are also growing. Participants noted that deficiencies in infrastructure that exist in many countries and communities (both within developed countries as well as developing) can cut off access to today’s economy. Participants called on the ICT industry to help make progress in ensuring that people have access to information technology, as well as advocating public policies that encouraged improvements in ICT infrastructure.

“Companies need to think about how they can help their customers with products and services that prepare them to tackle their sustainability challenges. It’s a business opportunity.” – Kevin Moss, BT

“I think there are huge opportunities for [ICT] companies to change the face of open-sourced data...data around food insecurity, and climate insecurity and water insecurity...making info more accessible, along with all of the innovation and entrepreneurship that this enables.” – Dan Bena, PepsiCo

”ICT and data are both the glue and the enabler to tackle the next big challenges.” – Dave Stangis, Campbell Soup Company


However, continued advances in the penetration of mobile technologies are providing greater access for people across the planet. Heather Franzese highlighted the importance of this in enabling “us to reach the previously voiceless or invisible for a more worker-centric or people-centric viewpoint, rather than top-down approaches. It also makes reliable data more affordable and scalable, so no more excuses about 'we didn't know about these problems.’” A key challenge for the ICT sector is to ensure that the technological solutions they develop are mobile enabled. Enablement: A significant theme emerging from the discussion on the role of the ICT sector and HP in particular, was the notion that it can act as the “brains” and the “bridge” to make progress on social and environmental issues. This relies on ICT companies really bringing social and environmental issues into the core of their business, even adapting their company’s purpose to reflect this. This “enabling” platform stems directly from ICT’s ability to help make progress through technological solutions using data and promoting connectivity. By leveraging this core business, ICT companies stand to maximize their impact through a long-term approach of integrating social and environmental sustainability into corporate purpose and business objectives. Discussing human, economic, and environmental solutions in context with ICT capacities (rather than one-off initiatives) will ensure that these solutions are considered business decisions, rather than philanthropic initiatives or part of a more disconnected CSR program. This integrated approach will prompt ICT companies to look closely at the application of existing technology for social and environmental issues (“it’s not always

about inventing new technology”), as well as developing new solutions to issues which have commercial application. Positioning ICT companies as the “brains” of making progress on social and environmental issues stems from the data they are in a unique position to collect, store and analyze. The “bridge” reflects both the connectivity and ICT industry’s ability to collaborate and partner with other organizations. Providing the technological solutions in collaborations with key partners was viewed as critical. Renee Wittemyer from Intel highlighted this articulately when she stated “ICTs can be an enabler across these issues, whatever the issue, innovating with technology solutions to potentially enable and scale existing solutions. Partnerships are essential here because there is often a lot of hype about the power of ICT, that if created in a box, will have limited impact. By partnering with local and global organizations who are experts in these specific topics, the potential to have a true impact on the issue (whether it is hunger, education or health) is much greater than working alone.” Participants highlighted numerous examples where HP and the ICT sector can act as this bridge between other organizations and individuals to effect greater change: • Providing technological solutions to organizations

within their own supply chain and assist other businesses to make positive impacts in their supply chains, including such things as helping to improve decision making on sustainable sourcing of commodities, labor, and especially for ICT companies, minerals.


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